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Management 13th Edition by John Schermerhorn,Daniel Bachrach
Edition 13ISBN: 978-1118841518Management 13th Edition by John Schermerhorn,Daniel Bachrach
Edition 13ISBN: 978-1118841518 Exercise 1
MAKE DATA YOUR FRIEND
72% of college students want "a job where I can make an impact."
Multiple Generations Meet and Greet in the New World of Work
Is the notion of a "9 to 5" job about to become a relic What happens as younger workers advance into management How can baby boomers and millennials work well with each other The changing mix of ages and attitudes in the workplace is putting the pressure on traditional employment practices. Here's some survey data to consider.
60% of millennials change their first jobs after three years and employers spend $15,000 to $25,000 recruiting replacements.
The best predictor of job loyalty for millennials is "a good culture fit."
45% of millennials rate workplace flexibility higher than pay and 71% hope co-workers will become a "second family."
68% of millennials get high scores for being enthusiastic about work, 45% for being team players, and 39% for being hardworking.
73% of boomer managers get high scores for being hardworking, 55% for being team players, 21% for flexibility, and 16% for inclusive leadership.
72% of college students say they want "a job where I can make an impact."
WHAT ARE THE IMPLICATIONS
How do these findings compare with your own career preferences or what you hear from people you know How might this evidence influence your approach to seeking a job What characteristics and practices define your ideal employer What can employers do to attract and retain talented millennials while keeping older generations happy Is what's good for millennials necessarily good for everyone How can managers effectively integrate people with varying needs and interests so employees from different generations work together with respect and pride
72% of college students want "a job where I can make an impact."
Multiple Generations Meet and Greet in the New World of Work
Is the notion of a "9 to 5" job about to become a relic What happens as younger workers advance into management How can baby boomers and millennials work well with each other The changing mix of ages and attitudes in the workplace is putting the pressure on traditional employment practices. Here's some survey data to consider.
60% of millennials change their first jobs after three years and employers spend $15,000 to $25,000 recruiting replacements.
The best predictor of job loyalty for millennials is "a good culture fit."
45% of millennials rate workplace flexibility higher than pay and 71% hope co-workers will become a "second family."
68% of millennials get high scores for being enthusiastic about work, 45% for being team players, and 39% for being hardworking.
73% of boomer managers get high scores for being hardworking, 55% for being team players, 21% for flexibility, and 16% for inclusive leadership.
72% of college students say they want "a job where I can make an impact."
WHAT ARE THE IMPLICATIONS
How do these findings compare with your own career preferences or what you hear from people you know How might this evidence influence your approach to seeking a job What characteristics and practices define your ideal employer What can employers do to attract and retain talented millennials while keeping older generations happy Is what's good for millennials necessarily good for everyone How can managers effectively integrate people with varying needs and interests so employees from different generations work together with respect and pride
Explanation
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The lists of attributes about the best managers that the people of the group met while working in an organization are given below. The group members worked closely with the managers and had quite frequent interactions with them.
The list of attributes is given below:
• Initiative: The managers possess the attribute of taking initiative on various fronts. He never hesitated in implementing something that was beneficial for the company as well as for the employees.
• Analytical thinking: the manager used analytical thinking in arriving to a decision or conclusion from various perspectives.
• Social objectivity: The manager was also able to act free without any biasness towards anyone based on gender, race or anything else.
• Cultural intelligence: The manager was quite efficient in handling and respecting the different cultures of people belonging to different backgrounds.
• Interpersonal skills: The manager was also good in working well with others and was also good in working within the team.
• Self-objectivity: The manager was also good in evaluating the strengths, weaknesses, skills and motives of members within the team and employees within the organization.
• Stamina: The manager also possessed good stamina and was able to work for long hours.
• Communication: The manager was also good in communicating with others. He used to constantly interact with the team members and used to encourage them to perform.
• Impression management: The manager was good in making a good and positive impression of him in front of others.
Some of the group members also met some managers who were not good and had a few attributes that singled them out from good managers. Some of the attributes that bad managers possessed are given below:
• Self-praising: Some of the managers did not appreciate others and always took the credit for the good performance delivered by the whole team.
• Egoistic: The worst managers were also egoistic in nature and were not ready to appreciate others and team members for the good performances delivered by them.
• Communication: The worst managers were also found lacking in terms of communicating with the team members. They were not able to communicate the things in proper manner and often used harsh words while communicating.
• Interpersonal relations: The worst managers were also found lacking on the interpersonal relationship front. They often had conflicts with the team members and were not able to understand the position of the team members or other employees.
Thus, above were some of the attributes that were found in the managers that were described as the worst managers.
Believe or not stories:
In one of the meeting called upon by the manager, the manager asked for opinions of different team members. While asking for suggestions the manager started with describing the background of the topic.
Later on the manager continued speaking and did not allowed anyone from the team to suggest anything and he suppressed or rejected any suggestion that came from the team members.
The manager continued speaking throughout the team meeting and eventually did not take the suggestion from the team member and did not allow anyone to speak. That was quite remarkable of the manager and the meeting ended with everyone in the team wondering as to what was the need to call up the meeting at first place.
The list of attributes is given below:
• Initiative: The managers possess the attribute of taking initiative on various fronts. He never hesitated in implementing something that was beneficial for the company as well as for the employees.
• Analytical thinking: the manager used analytical thinking in arriving to a decision or conclusion from various perspectives.
• Social objectivity: The manager was also able to act free without any biasness towards anyone based on gender, race or anything else.
• Cultural intelligence: The manager was quite efficient in handling and respecting the different cultures of people belonging to different backgrounds.
• Interpersonal skills: The manager was also good in working well with others and was also good in working within the team.
• Self-objectivity: The manager was also good in evaluating the strengths, weaknesses, skills and motives of members within the team and employees within the organization.
• Stamina: The manager also possessed good stamina and was able to work for long hours.
• Communication: The manager was also good in communicating with others. He used to constantly interact with the team members and used to encourage them to perform.
• Impression management: The manager was good in making a good and positive impression of him in front of others.
Some of the group members also met some managers who were not good and had a few attributes that singled them out from good managers. Some of the attributes that bad managers possessed are given below:
• Self-praising: Some of the managers did not appreciate others and always took the credit for the good performance delivered by the whole team.
• Egoistic: The worst managers were also egoistic in nature and were not ready to appreciate others and team members for the good performances delivered by them.
• Communication: The worst managers were also found lacking in terms of communicating with the team members. They were not able to communicate the things in proper manner and often used harsh words while communicating.
• Interpersonal relations: The worst managers were also found lacking on the interpersonal relationship front. They often had conflicts with the team members and were not able to understand the position of the team members or other employees.
Thus, above were some of the attributes that were found in the managers that were described as the worst managers.
Believe or not stories:
In one of the meeting called upon by the manager, the manager asked for opinions of different team members. While asking for suggestions the manager started with describing the background of the topic.
Later on the manager continued speaking and did not allowed anyone from the team to suggest anything and he suppressed or rejected any suggestion that came from the team members.
The manager continued speaking throughout the team meeting and eventually did not take the suggestion from the team member and did not allow anyone to speak. That was quite remarkable of the manager and the meeting ended with everyone in the team wondering as to what was the need to call up the meeting at first place.
Management 13th Edition by John Schermerhorn,Daniel Bachrach
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